Running head: COMMUNICATION PLAN 1

Communication Plan

Duane Smith

AET/560

January 2, 2015

Dr. Renee' Green

COMMUNICATION PLAN 2

The messages, methods, and focus of the communication plan will vary based on the particular phase of the communication plan:1. Prechange approval2. Creating the need for change3. Midstream change/milestone communications, and4. Confirming/celebrating the successful implementation of the changes

(Cawsey, et al., 2012, p.319).

THE CHANGE

Currently all Starbucks stores are corporately owned; Starbucks is transitioning from a corporate only model to a mixed corporate/franchise

The transition to a franchise model Starbucks to undergo some major organizational changes to address this new paradigm. As part of the change, Starbucks is establishing a major corporate training center, Starbucks Coffee College. One of the goals of the College is to serve as the institutional “heart” of the organization and help ensure every Starbucks employee has a common core of shared experiences and a concrete linkage to Starbucks’ institutional culture (Pelster, 2010).

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THE COMMUNICATION PLAN

Despite the importance of effective communications to any successful organizational change process, change agents frequently fail to devote sufficient time and effort to developing an effective communication plan (Cawsey, et al., 2012).

Effective Communication is a necessary component of any organizational change strategy (Cawsey, Deszca, & Ingols, 2012).

Change agents must ensure effective communication vertically (up and down the chain of command), horizontally (across divisions and functions), and externally (with affected customers, suppliers, and other stakeholders) (Spector, 2013; Cawsey, et al., 2012).

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Communication plans: spread the conviction

throughout the organization that change is needed;

help people understand the effect of the change on them;

inform people throughout the organization of structural and functional changes that affect their current way of doing business; and

keep people up-to-date as the change process unfolds and the organization makes progress in achieving its goals (Cawsey, et al., 2012, p. 319).

A simple table can be used to help plan for effective communications (Mindtools, 2014).

Communications Plan For……………………

Overall Communication Objective:

Audie

Communication

Mess

Chan

Timi

(Mindtools, 2014, fig. 1)

COMMUNICATION PLAN 3PHASE 1: PREAPPROVAL

Goal: Convince organization’s leaders that change is necessary (Cawsey et al., 2012, p. 320) Strategies: Target individuals who can influence or approve change; pay attention to timing; break overall change proposal into smaller more manageable steps; and link proposed changes to the organization’s goals/plans/priorities (Cawsey et al., 2012, p. 320).

Technology needed: Communications at this point in the change process should be largely face-to-face to provide for the richest communication channel and the greatest likelihood of coalition building (Spector, 2013; Thill & Bovee, 2013).

How to Launch: Identify the key players at Starbucks with the influence and authority to undertake the major organizational change needed to change the store ownership model and establish Starbucks Coffee College. Engage these key players through individual meetings and introduce the proposed ideas for change. Be sensitive to organizational structures and internal politics when building support for proposed changes (Spector, 2013).

Generating feedback: Change agents should seek input and feedback from the key players they approached with the initial change proposal. Asking for and incorporating feedback from these key players will help improve the change proposal and will help in building coalitions and a sense of ownership in the proposed changes.

Monitoring effectiveness/impact: Personal contact and follow up meetings, video conferencing, or emails will provide an opportunity to gauge the effectiveness of the initial communications regarding the proposed changes.

Addressing negative feedback: Negative feedback can be a positive thing. Critics may alert the change agent to unforeseen issues or highlight specific areas of concern that the change agent can then seek to address. Above all else, change agents need to accept and consider negative feedback and not react instinctively in a defensive manner if they wish to successfully convince the key players in the organization of the need for change.

How communication plan can affect organizational change: By presenting a well-reasoned plan to key influencers and decision makers in a way that builds support and addresses their concerns, the change agent hopes to convince Starbucks to begin the process to change their business model to introduce franchises and establish Starbucks Coffee College.

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COMMUNICATION PLAN 4PHASE 2: CREATING THE NEED FOR CHANGE

Goals: Present a compelling vision of the need for change and instill the desire to engage and participate in the planned changes throughout the organization (Cawsey et al., 2012, p. 320).

Addressing negative feedback: Negative feedback concerning the need for change may help illuminate areas that require increased communication efforts. If the area has been addressed previously it may simply indicates the need to repeat the message. Experts say that messages need to be repeated, sometimes as many as 15-20 times before they sink in (Cawsey et al., 2012, p. 322). If the area of concern is a new one, that will provide an opportunity for the change team to provide clarifying information in that previously unaddressed area of concern.

How communication plan can affect organizational change: One of the biggest reasons for the failure of planned organizational change is poor communications from change leaders to the rest of the organization (Spector, 2013). By taking the time to “sell” the need for change to the entire organization before attempting to impose it from above, Starbucks believes the likelihood of success is increased and the amount of resistance will be minimized.

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Strategies: Clearly explain the issues driving the need for change and the consequences of failing to act. Create a credible and compelling vision of the organization post-change. Lay out the planned sequence of the change. Create and maintain an atmosphere of trust and respect (Cawsey et al., 2012, p. 320).

How to Launch: Recognizing the importance of its employees to maintaining its brand, Starbucks plans on engaging in a proactive communication plan early in the change process that will include not only managers and leaders, but rank and file employees. The planned changes will be vetted throughout the company in regional meetings designed to engage and involve organizational employees in a shared analysis and a participatory change process (Spector, 2013). Starbucks will roll out the planned changes, as developed and refined by the shared planning process, to managers and supervisors on a Friday through an organization-wide teleconference. Questions from this audience of leaders will be fielded throughout the weekend by a “change team” fully-empowered to answer questions and provide direction. A second organization-wide teleconference will be held the following Monday where all employees, including the managers and supervisors, will be briefed together on the proposed changes. By openly sharing information in a transparent manner, Starbucks hopes to prevent the rumors and speculation that could lead to increased resistance to the planned changes (Cawsey et al., 2012, p. 320).

Monitoring effectiveness/impact: Starbucks will conduct surveys and focus groups to check the effect of its communications on employees’ understanding of the need to change and of the proposed change plan. In addition, formal and informal leaders will be interviewed to gain their insights about the effectiveness of the company’s communication plan.

Generating feedback: Starbucks plans to actively solicit feedback on the change plan and the effectiveness of its communications regarding the need for change. Starbucks intends to do this through the use of surveys and interviews with open ended questions as well as through a virtual “suggestion box” that will allow anyone in the company to communicate directly with the change team, including an option to provide feedback anonymously.

Technology needed: Face-to-face regional meetings will be used during the shared planning process, but once the change plan is finalized, video conferencing is the choice for the organization-wide introduction of the change plan. Ideally the CEO would be able to address the entire organization in person, but the geographic distribution of the company makes this impossible. By using video conferencing, the CEO will be able to personally introduce the planned changes and the change team across the entire geographically distributed company simultaneously. Starbucks chose video conferencing because it provided the second richest communication channel after face-to-face communications (Spector, 2013; Thill & Bovee, 2013).

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COMMUNICATION PLAN 5PHASE 3: MIDSTREAM CHANGE

Goals: Keep stakeholders informed of progress, monitor attitudes and emerging issues, clarify misconceptions, and pass information about changes to structures, systems, and roles in the “new” organization (Cawsey et al., 2012, p. 320).

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Strategies: Change is stressful and disruptive and the need for regular and clear communications regarding the change process demands an strategy of engaged two-way communication up, down, and across the entire organization (Cawsey et al., 2012). Milestones should be reported, roles clarified, personal impacts made clear, and questions answered as quickly and completely as possible (2012). It is very important for change leaders to remain excited and engaged and to help carry the organization through the tumultuous period of change implementation (Spector, 2013; Cawsey et al., 2012).

How to Launch: Starbucks plans to follow its initial company-wide rollout with an a vigorous communication campaign designed to keep employees informed during the change process. The company plans to report on and celebrate milestones as they occur and to keep employees informed using every media medium and channel available, including social media tools. An active flow of communication up, down, and across the organization will help maintain momentum and excitement over the proposed changes and the change process (Cawsey et al., 2012, p. 320).

Technology needed: Starbucks plans on using all available media and channels to assist with communications during this critical phase of the change process. Open communication with the change team will continue to be encouraged. A change website will be kept up-to-date with frequently asked questions, an “ask the experts” section, and links to important information and documents regarding the change process. Starbucks also plans to use social media tools such as YouTube, Facebook, and Twitter to help keep employees energized and informed as the change process continues. Video conferencing will be used quarterly for all-hands updates on the change process with visible support from the CEO and other change leaders. Starbucks will also regularly use group emails to make sure every employee is given the opportunity to stay completely informed on the change process.

Addressing negative feedback: Starbucks will continue to welcome any negative feedback concerning the change plan or the communication plan in the belief that even if the negative feedback is unwarranted, the perception driving the negative feedback is still an important reality that the company will need to address. Starbucks will take advantage of data generated earlier in the process to respond to criticisms with objective facts and data that support the changes being implemented.

Monitoring effectiveness/impact: Starbucks will continue to use feedback mechanisms such as surveys and focus groups to check the effectiveness of its communication plan. Starbucks will also continue to solicit input and conduct informational interviews with leaders at various levels in the organization to gauge the degree to which employees are informed and perceive they are being informed.

How communication plan can affect organizational change: Frequent clear and effective communications during the implementation phase of a change cycle can greatly increase Starbucks chances to succeed in its transition to a corporate/franchise business model while retaining its current corporate culture and cadre of high-performing employees. Starbucks plans to provide information and to be as transparent as possible in an effort reduce rumors and resistance and increase employee trust and commitment (Cawsey et al., 2012, p. 321).

Generating feedback: Starbucks plans to continue to actively solicit feedback as the change plan is implemented. Students and faculty at Starbucks Coffee College will be tested on their competency and will be asked to provide feedback on the changes being implemented throughout the company as well as on the effectiveness of the company’s communications on the changes. Starbucks hopes to gather useful information through feedback. Feedback will help Starbucks make any needed course corrections to the change plan as well as to identify any areas of confusion or discontent so they may be addressed before rumors and uncertainty can fester and harm the change process.

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COMMUNICATION PLAN 6PHASE 4: Confirming the Change

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Goals: Celebrate the successes! Reinforce the progress made and help position the organization for the next change cycle (Cawsey et al., 2012, p. 321).

Strategies: Acknowledge the hard work people did to accomplish the change. Publicly congratulate and reward those whose performance was exemplary. Reinforce and reward those who are displaying the desired new behaviors accomplished by the change (Cawsey et al., 2012).

How to Launch: Starbucks plans to celebrate the creation of Starbucks Coffee College by initiating an annual “homecoming” celebration and making sure everyone in the company knows that they are invited to attend. A celebratory video conference is planned where the CEO will discuss the progress made and provide public recognition to the change team and individuals who performed exemplary work during the change and who have adapted and performed particularly well with the desired new behaviors such as franchise sales and franchisee training.

Technology needed: Starbucks will use emails, newsletters, and social media to help communicate the good news and help celebrate the success of the change plan. Video conferencing will be used at the end of the change program, just as it was in the beginning, to provide a rich communication channel, show the importance the CEO placed on the success of the change plan, and provided a “human” touch to the end of program communications.

Monitoring effectiveness/impact: Starbucks will conduct surveys and focus groups to check the effect of its communications on employees’ understanding of the need to change and of the proposed change plan. In addition, formal and informal leaders will be interviewed to gain their insights about the effectiveness of the company’s communication plan.

Generating feedback: Starbucks plans to actively solicit feedback on its handling of the end of the change plan. Starbucks wants to know how people perceived both the change and the way the company handled its wrap up communications. Starbucks intends to do this through the use of surveys and interviews, particularly with those who wield influence within the organization. Starbucks wants to make sure that noteworthy contributions are not overlooked and that everyone deserving of recognition feels as if their contributions were noticed and appreciated.

Addressing negative feedback: Negative feedback concerning the end of program communications may provide valuable information for planning future celebratory efforts. People may express dissatisfaction with the manner of recognition or with the choices regarding whom to recognize. Such feedback will allow Starbucks to make modifications to future awards and recognitions or to recognize a previously overlooked individual deserving of recognition.

How communication plan can affect organizational change: After an organization has worked hard to effect change, a pause in the normal routine to celebrate their successes is appropriate and important (Cawsey et al., 2012). Although people do not perform solely to receive praise, Starbucks believes that the opportunity to praise people for a job well done should rarely if ever be missed. Publicly recognizing both the company’s and its individuals employees victories in the change process will help ensure Starbucks maintains vital esprit de corps in its highly talented and dedicated workforce.

COMMUNICATION PLAN 7

COMMUNICATION PLAN 8

References

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COMMUNICATION PLAN 9

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